chapter 14. to make informed decisions about a company generally based on comparative financial...
TRANSCRIPT
To make informed decisions about a company
Generally based on comparative financial data
2Copyright (c) 2009 Prentice Hall. All rights reserved.
Compares two financial statements to determine dollar and percentage changes◦ Compute dollar changes
◦ Compute percentage changes
4
Current year balance
Prior year balance
Dollar change Base period
Prior year balance
Copyright (c) 2009 Prentice Hall. All rights reserved.
5
2011 2010Dollar
changePercent change
Net sales revenue $428,950 371,000$ $57,950 15.6%Expenses:
Cost of goods sold 203,850$ 189,350$ $14,500 7.7%Selling and general expenses 99,350 93,000 $6,350 6.8%Other expense 6,750 5,000 $1,750 35.0% Total expenses 309,950$ 287,350 $22,600 7.9%
Net Income $119,000 $83,650 $35,350 42.3%
Verifine DesignsComparative Income Statements
Years ended December 31, 2011 and 2010
Copyright (c) 2009 Prentice Hall. All rights reserved.
Form of horizontal analysis Base year selected and set equal to 100%
6
Trend %
Base year $
Any year $
Copyright (c) 2009 Prentice Hall. All rights reserved.
Shows relationship of each item to a base amount on financial statements
8Copyright (c) 2009 Prentice Hall. All rights reserved.
10
2011Net sales revenue 100.0%Expenses:
Cost of goods sold 47.5%Selling and general expenses 23.2%Other expense 1.6% Total expenses 72.3%
Net Income 27.7%
Any Company Income Statement
Year ended December 31, 2011
Copyright (c) 2009 Prentice Hall. All rights reserved.
Comparing a company with another leading company
11Copyright (c) 2009 Prentice Hall. All rights reserved.
15
Working capital
Current assets
Current liabilities
Current ratio
Current assets
Current liabilities
Acid-test ratio
Current liabilities
Cash + short-term investments
+ net current receivables
Results in a dollar
amount
Both result in a ratio
Copyright (c) 2009 Prentice Hall. All rights reserved.
17
Inventory turnover
Cost of goods sold
Average inventory
Accounts receivabl
e turnover
Net credit sales
Average accounts receivabl
e
The higher the turnover, the
quicker it’s selling
The higher the turnover, the quicker the collections
Copyright (c) 2009 Prentice Hall. All rights reserved.
18
Days’ sales in receivables
Net sales 365Average
day’s sales
Average day’s sales
Average net accounts
receivable
Copyright (c) 2009 Prentice Hall. All rights reserved.
19
Current ratio
Current assets
Current liabilities
$173,000 $129,000?
Copyright (c) 2009 Prentice Hall. All rights reserved.
20
Acid-test ratio
Cash + short-term investments
+ net current receivables
Current liabilities
$18,000 +10,000 + 53,000 $129,000
$129,000$81,000
??Copyright (c) 2009 Prentice Hall. All rights reserved.
21
Inventory turnover
Cost of goods sold
Average inventory
$319,000$75,000 + 73,000
2
$74,000$319,000
?Copyright (c) 2009 Prentice Hall. All rights reserved.
22
Days’ sales in receivables
Net sales 365 Average day’s sales
Average day’s sales
Average net accounts receivable
$463,000 365 $1,268
$53,000 +75,000
2$64,000 $1,268
? days
Copyright (c) 2009 Prentice Hall. All rights reserved.
24
Debt ratioTotal
liabilitiesTotal
assets
Times interest earned
Operating income
Interest expense
Copyright (c) 2009 Prentice Hall. All rights reserved.
26
Return on sales
Net income
Net sales
Return on assets
Net income + interest expense
Average total assets
Copyright (c) 2009 Prentice Hall. All rights reserved.
27
Return on equity
Net income – preferred dividends
Average common equity
Earnings per share
Net income – preferred dividends
Number of common shares outstanding
Copyright (c) 2009 Prentice Hall. All rights reserved.
Trading on the equity
Increases profits during good times
28
Return on equity
Return on assets
is greater
than
Copyright (c) 2009 Prentice Hall. All rights reserved.
30
P/E ratio
Market price per
share
Earnings per share
Dividend yield
Dividends per share
Book value
Common shares
outstanding
Common equity
Market price per
share
Copyright (c) 2009 Prentice Hall. All rights reserved.
Suspect movement of sales, inventory, and receivables
Earnings problems Decreased cash flow Too much debt Inability to collect receivables Inventory buildup
31Copyright (c) 2009 Prentice Hall. All rights reserved.